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Beyond aligning the business units that sell products and services to external customers, organizations can create synergies by aligning their internal units that provide shared services, including purchasing, manufacturing, and distribution. The balanced scorecard has been used in numerous ways to help link shared service units with business units and with corporate strategy. Presents two models for developing shared service scorecards: (1) the strategic partner model; and (2) the business-in-a-business model. The purpose of this case is to illustrate how the balanced scorecard helps organizations align shared service units to the organization's strategic objectives. This chapter is excerpted from ‘The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment'.